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Leveraging the Balanced Scorecard to Measure and Manage Information Technology Governance

Leveraging the Balanced Scorecard to Measure and Manage Information Technology Governance
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Author(s): Wim Van Grembergen (University of Antwerp – Antwerp Management School, Belgium) and Steven De Haes (University of Antwerp – Antwerp Management School, Belgium)
Copyright: 2006
Pages: 4
Source title: Emerging Trends and Challenges in Information Technology Management
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-019-6.ch085
ISBN13: 9781616921286
EISBN13: 9781466665361

Abstract

The Sarbanes-Oxley Act has brought about an enhanced attention on enterprise (corporate) governance. Consequently, information technology (IT) governance is also on the agenda as corporate governance and IT governance focus on related issues and the IT governance performance greatly impacts the ability of the organisation in achieving its objectives. Currently, many enterprises are implementing IT governance leveraging specific structures, processes and relational mechanisms. A crucial question is how well are they doing? In other words: how do the implemented IT governance practices rate? Drawing on Epstein and Roy (2002 and 2004) and previous work on the IT balanced scorecard (Van Grembergen and Van Bruggen, 1997; Graeser, et al., 1998; Van Der Zee and De Jong, 1999) an IT governance balanced scorecard will be developed in this paper. To set the context, we first briefly discuss the IT governance issues and the balanced scorecard concepts. After that, a balanced scorecard will be introduced as a performance measurement system for IT governance enabling strategies for improvement.

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